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| [image credit: ex-ch on pixabay dot com] |
Often,
much of the information needed for the successful adoption of a tool -
essential for it to provide sufficient value - is buried deep with the
individuals and teams across organizational units. It may rarely be
written down, anywhere - or correct.
Resistance against providing the needful information, may arise from different forces.
These resistance issues may be contributing factors, that can sometimes present insurmountable hurdles - pick all that apply:
⏹️ The organization is in constant fire-fighting mode
⏹️ Immediate threats to the survival of the company are highest priority.
⏹️ A default animus against EA (likely built by their past experiences, which may be quite valid)
⏹️ A vested interest in hiding the ugly details.
⏹️ A fear of losing control.
⏹️ A deep distrust of EA.
⏹️ A lack of awareness of the role of EA.
⏹️ A lack of commitment to supporting EA.
⏹️ A lack of capacity/resources to support EA, with the required time/effort.
⏹️ Teams that have embraced a "Rabid Agile ™" mindset (i.e., a belief that the source code is the only needed documentation)
Without
executive-level leadership's commitment to make the adoption of an EA
tool initiative successful - the task is likely to be Sisyphean.
See my companion comment on LinkedIn here - in response to an excellent post by Kevin Donovan.
